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Mission of the National Alliance Wellbeing Initiative
To be a recognized, leading voice advocating for and demonstrably improving the well-being of individuals and their families through and to the
benefit of employers, communities and healthcare delivery
Imagine an Organization Where…
Employees• Feel valued and trusted• Appreciate that their organization cares about them
and is empathetic towards their personal situation• Have tools and resources to help them be their very
best• Are proud to work for their organization• Are part of a community within their workplace• Are committed to the success of their organization• Are prepared to go to the next step to help their
organization compete and win
Organization• Is an employer of choice. The very best candidates want to
come and work for us. We are winning in the war for talent.
• Employees are engaged, motivated and focused on the mission of the organization.
• Employees are fully committed and empowered to be successful and to make the organization successful
• They perform at a superior level and drive superlative business results
• The organization’s reputation in the community and within my industry is outstanding.
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Our Agenda Today8:30am Welcome
• Karen van Caulil, President & CEO, Florida Healthcare Coalition• Debbie Watson, Executive Vice President, Winter Park Health Foundation
8:40am Workshop Overview and Opening• Joe Checkley, Leader, National Alliance, Wellbeing Initiative
8:50am Science Behind Wellbeing & Employer Case Studies• Jennifer Pitts, PhD, Founder, Institute of Positive Organizational Health
9:30am Table Discussions & Exercises, Part 1• Complete Landscape Assessment (show Levers Model & Maturity Model) • Complete Appreciative Inquiry Questions and Discuss Sweet Spot Diagram
11:30am Break/Grab Lunch 11:45am Table Discussions & Exercises, Part 2
• Complete Power Map Exercise (Meta Leadership)• Complete Levers Framework (with a minimum of one action that can be taken)
12:50pm Next Steps • Handout information on Collaborative Learning• Review list of resources
1:00pm Adjourn 4
Our TeamJoe CheckleyLeader, National Alliance Wellbeing Initiative
Jennifer S. Pitts, PhDFounder, Institute for Positive Organizational Health
Susan Frank
Frank Vision, LLC
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James BrewerFitwel Ambassador, Workplace Wellbeing Strategist
Margaret RehayemDirector of Initiatives & Programs, National Alliance
Highlight Employer CompaniesBrevard Board of County Commissioner- Jennifer Engle, Employee Benefits Manager
City of Orlando- Deborah Castagnola, Wellness Coordinator
First Florida Insurance Brokers- Kathleen Sullivan, Vice President- John Orebaugh, President
Florida Bankers Health Consortium - Angela O’Reilly, President & CEO- Jan Lamphier, Wellness Coordinator
Florida Blue- Brian Medina, Mid-Market Executive - Mary Black, Retail Center Nav Nrs RN QIP
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Florida Hospital Physician Network - Eric Wurst, MD, Medical Director
Full Sail- Debbie Macgruder, Benefits Director
Orange County Government- Christina Bankuty, Benefits Advisor - Debra Hodge, Wellness Coordinator
Orange County Public Schools - Patty Villane, Employee Wellness Program Coordinator- Kimberly Eisenbise, Admin. Insurance Communications &
Health Promotion
Orlando Health - Katerina Sideri, Wellness Coordinator- Gabby Mancella, Dietician
Highlight Employer CompaniesOrlando Health Physician Group - Lauren Popeck, Dietician
Rollins College- Jennifer Addelman, Assistant Director of HR,
Benefits & Wellness - Adeline Martinus, HR & Wellness Coordinator - Lauren Mickler, Human Resources Specialist
Benefits & Wellness
Suncoast Health Council - Lisa Nugent, Planning Director
Volusia County Government - Celene Cone, Wellness Coordinator
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Walt Disney Parks & Resorts - Cheryl Owens, Manager-Wellness Strategy & Integration- Garrett Robinson, Disney Benefits Segment Support
Manager
WellConnect, LLC - Melodie Griffin, Independent Contractor
Code of Conduct:Please:
• Actively participate• Be “present” and focused on the conversation• Don’t be afraid to ask questions. We all learn from each other• Keep side-bar conversations to a minimum• One conversation at a time• Silence all electronics• Step outside if you need to take a call• Make it fun• Other
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Our Goals for Today (everyone):• Understand what wellbeing is, the science behind it and its importance to
employers• Reinforce how attendees can position themselves to play a strategic role in
driving organizational change • Discuss how to best measure success and assess your current progress in
achieving wellbeing • Learn about levers and tools you can use to accelerate the wellbeing journey for
your organization • Create an environment to share ideas• Other
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Individual Wellbeing
Physical Mental/ Emotional
Work Financial
SocialIntellectual/Cognitive
Spiritual Environ-mental
Attitude/Outlook
Defining Optimal Wellbeing
“People, supported and enabled to thrive in every facet of their lives and perform to their fullest potential through a whole-person focus that includes dimensions such as physical, mental, attitude/outlook, spiritual, social and financial.”
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Employers: Wellness vs. Wellbeing
Wellness • Main focus is to reduce cost of health care and show
improvement in workforce clinical risk factors (BMI, Blood Pressure, Cholesterol, etc.)
• Wellness is a part of wellbeing• Emphasis is mainly on improvement of physical health • Example data sources include healthcare claims, WC,
preventive, biometric screenings • Program-focused • Use various incentives/disincentives to engage
employees• Can create a “big-brother” focused environment • Requires a financial investment to be successful
Wellbeing• Is a people-focused strategy designed to enhance business
performance by creating a culture where individuals thrive/perform to their fullest potential
• Uses a “whole-person” focus of interrelated dimensions that include: physical, mental, attitude/outlook, spiritual, social and financial – able to get to the root cause
• Example data sources include culture and performance assessments, engagement and employee retention data, outcomes tied to overall business objectives
• Outcomes-focused• No incentives are needed to engage • Creates a diversity-friendly environment• Connects people through many areas of the organization –
money is not required
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Health & Wellness
Population Management
Wellbeing
Health & Wellness and Population Health are building blocks to the journey of Wellbeing
Basic Wellness Multi-dimensional Wellness
Wellbeing in Organizations Organizational Wellbeing in the Community
Leadership Benefits’ ownership with leadership “permission”
Benefits’ ownership with leadership commitment
Owned by Senior Leadership, using a meta-leadership strategy supported by multiple functional business areas with explicit accountabilities for outcomes
Visible ownership and role modeling by leaders within the organization and out in the community
Culture Little to no focus on culture Wellbeing is “a bolt” on to existing culture and is talked about as an ideal but not realized
Vibrant and dynamic culture focused on both individual and business wellbeing – core part of “how we do things”
Organizational culture becomes model and motivator for community change
Main Approach
Program-focused approach for physical health improvement. Includes: Biometrics, tobacco cessation, weight watchers, health plan condition management, etc.
Basic programs plus financial wellness, stress management, lifestyle support programs
“People-focused” strategy bringing high level engagement into everyday business operations. Supports “whole person” strategy and trust runs across the organization. Domains include physical, social, financial, mental outlook, safety, resilience, employee retention, etc.
Internal wellbeing, plus alliances between organization and community services to develop and deliver new programs
Metrics Participation, health status and some focus on ROI
Participation, health status, personal resilience and ROI
Impact on individuals and on business performance (e.g. higher productivity, more innovation, lower turnover, decrease sick leave, less burnout)
Impact on business performance and wellbeing in the community
A Wellbeing Maturity Model
The Journey
• Every organization is unique. We can’t provide you with the exact strategy for your organization because each journey will be as unique as your organization
• With senior leader support, some organizations will embrace all aspects of wellbeing simultaneously and accelerate quickly
• For most, the wellbeing journey will begin with what we know and do today, from which we will build. We will start with wellness and migrate over time, given the needs and personality of the organization
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The Science of Wellbeing
“There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” Jack Welch, former CEO of GE.
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Individual Wellbeing
Constructs from Popular Wellbeing Theories
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Wellness (Helter, Ardell)
Well-being Elements(Gallup)
Well-being (PERMA)(Seligman)
Motivational Hierarchy(Maslow)
Psychological Well-being (Ryff & Keyes0)
Self-determination Theory(Deci & Ryan)
Physical Physical Physical Physiological needs
Mental/Emotional Emotional Positive emotions Psychological needs Self-Acceptance
Intellectual Intellectual Engagement Psychological andfulfillment needs
Personal growth Competence
Environmental Community Safety needs Environmental mastery
Financial Financial Basic physiological/ safety needs
Relatedness
Work Occupational Purpose Accomplishment Psychological needs of belongingness and esteem
Competence
Spiritual Spiritual Meaning Self-transcendence Purpose in life
Social Social Social Positive relationships Psychological needs of belongingness and love
Positive relations Relatedness
Autonomy Self-fulfillment needs Autonomy Autonomy
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Most Negative Most Positive
Physical Chronic, debilitating physical condition High energy, vitality, and capacity for high performance
Mental/Emotional
Incapacitating stress, anxiety, depression, negative emotions
Contentment, joy, self-esteem, self-efficacy, optimism, resilience, positive emotions
Intellectual Disengaged, bored, “burned- out,” stagnant learner Strong engagement in lifelong learning
Environmental Live and work in unsafe toxic environment (workplace, home, and community)
Live and work in environment, climate, and culture that strongly supports health
Financial Unable to support self or family, un-or under-insured; debt, living outside of means
Sufficient income and savings for the future; financial security and consistency
Work Job insecurity, mismatch of skills/interests and vocation
Contributing to work in a meaningful way, connection to qualifications and interests
Spiritual Doubt, despair, fear, disappointment, loneliness Live by a clear set of values, sense of purpose, meaning in life
Social Destructive social relationships, detached, isolated Thriving relationships with family, friends, workplace colleagues, supervisor, connected to others
Constructs from Popular Wellbeing Theories
Why Does A Focus On The Whole Person Matter?What happens in one part of your life impacts what happens in other parts…it is all inter-related
47%of employees say problems in their personallives affect their performance (Bensinger et al., 2013)
37%of HR professionals agree employees miss work dueto financial emergencies (SHRM, 2014)
50%Of all illness in the US has stress has a contributor (U.S. Department of Health and Human Services, 2000)
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Why Should Organizations Care About Flourishing Employees?
Employees with stronger health and well-being are:› more creative › have more loyalty to the organization,
› are more productive› provide better customer satisfaction
than individuals with a lower level of well-being
1. Tamannaeifar MR, Motaghedifard M. Subjective well-being and its sub-scales among students: The study of role of creativity and self-efficacy. Thinking Skills and Creativity 12 (2014): 37-42.2. Wright TA. Bonett DG. Job satisfaction and psychological well-being as nonadditive predictors of workplace turnover. Journal of management 33.2 (2007): 141-160.3. Harter JK, Schmidt FL, Keyes CLM. Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. Flourishing: Positive psychology and the life well-lived 2 (2003): 205-224.4. Oswald AJ., Proto E, Sgroi D. Happiness and productivity. Journal of Labor Economics 33.4 (2015): 789-822.5. Harter JK, Schmidt FL, Asplund JW, Killham EA, Agrawal S. Causal impact of employee work perceptions on the bottom line of organizations. Perspectives on Psychological Science. 2010 Jul;5(4):378-89.
In Organizations: Benefits of WellbeingThe drivers of wellbeing are very aligned with employee engagement
Employees want to be a valued contributor to an organization – they seek connection, a work-friendly environment, and the ability to learn and thrive Employers seek an engaged workforce
…….Two sides of the same coin
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More profitable(Aon Hewitt, 2009)
Fewer safety incidents
(SHRM, 2006)
5xLess likely
to have safety incident
Higher growth(Hay Group, 2010)
Engaged Workforces Mean Better ResultsStock price
growth
2.5xthat of peers
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Key Levers for Improving Wellbeing
Spaces*› Healthy personal
workspaces› Healthy shared spaces at
work› Healthy homes and
communities
Metrics› Measures and
metrics› Methods › Communication
and iteration
Leadership› Senior leaders, and
managers› Vision, mission, values› Community leaders
Social Connections*› Work teams› Connections with family
and friends
› Shared assumptions, attitudes, values, beliefs
› Icons and artifacts
Operations* › Wellness › Policies and programs› Benefits design› Technology (apps) and
tools
Culture
*Aligned under the “Main Approach” area of the Maturity Model.
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Leadership• Senior Leaders• Managers• Vision, Mission, Values• Community Leaders
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• Senior/executive • Operations leaders• Managers of people• Wellness leaders • Employees as self-leaders
Leadership Leverage
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make the world a little kinder
Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.
Inspiring Purpose
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In 2005, Zappos sent the following message to its entire employee population in an e-mail:“Companies have core values, and we’re working on defining them explicitly for Zappos so everyone is on the same page…
But the purpose of this e-mail is to ask what everyone’s personal values are…please e-mail me four or five values that you live by (or want to live by) that define who you are or who you want to be…(do not cc everyone)…each value should be one word or at most a short phrase (but ideally one word)…please email me the values that are significant and meaningful to you personally, not necessarily having anything to do with the company’s values.”
Shared Values
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Culture• Vision, Mission, Values• Shared Assumptions • Shared Attitudes• Shared Values and Beliefs• Icons, artifacts, rituals
• 33% higher profitability (Gallup)
• 43% more productivity (Hay Group)
• 37% higher sales (Shawn Achor)
• 300% more innovation (HBR)
• 51% lower turnover (Gallup)
• 66% decrease in sick leave (Forbes)
• 125% less burnout (HBR)
• Addresses “social determinants of health”29
Potential Organizational Benefits Culture of Wellbeing
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Most Important Cultural Attributes For Wellbeing Support
2016 Well-Being and Engagement Report – Quantum Workplace & Limeade
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• Corporate culture is primary competitive advantage
• Consciously humanize the employee experience• All stakeholder interests aligned• Modest executive salaries• High employee compensation and benefits • Hire for customer passion• Lower turnover• See suppliers as collaborators and partners
Firms of Endearment
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Firms of Endearment*
*Partial list of US public and private companies
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Investor Returns
S&P 500 Good to Great
Firms of Endearment
3 Years 38% 75% 73%
5 Years 13% 77% 128%
10 Years 122% 331% 1,026%
These Companies Outperform S&P and Good to Great Companies
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Connections
• Work Teams• Connections with Family and
Friends• Collaborative Networks
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Project Aristotle
• Psychological safety
• Dependability
• Structure and clarity
• Meaning of work
• Impact of work
Most important dynamics for successful teams:
Two year study – 180 Google teams
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.
Collaboration is Key
Health Systems
Human Resources
Strategy
Leadership
Unions Benefits
Consultants
Managers
Wellness Vendors
Marketing and Sales
Quality
Wellness Coordinators On-site/ Near-
site Medical
Communities
HealthPlans
INTERNAL PARTNERS
EXTERNAL PARTNERS
Safety
Sustainability
Supply Chain Partners
Ethics and Compliance
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Operations
• Policies and Programs• Benefits Design• Resources and Technology
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• Hiring and onboarding
• Performance and promotion policies
• Pay equity and fairness
• Time off, vacation, flex time...
• Training and development
• Benefit Design
Policies that Foster Wellbeing
Align Policies, Benefit Design, and Resources for WellbeingAligned Policies and Practices: • HR policies, travel policies, vacation and time-off, etc.• Job design that helps employees reach their full creative potential • Benefit design strategy (F/T, P/T employees, retirees) • Help employees navigate the healthcare system • Education for leaders and managersAligned Resources:
• Help employees thrive across the health continuum (beyond the absence of risk and illness)• Offer initiatives that support health at the family and community level • Connect employees to wellbeing resources in the community
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Wegmans• Pays well above average wages in its industry
• Extensive training to all employees• Affordable health insurance for
employees, along with a 401(k) plan with a company match of 50 cents to the dollar
• High school cashiers and baggers can earn a scholarship bonus of up to $6,000 over four years
• Paid out $81 million in college scholarships over 27 years
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Workspaces
• Healthy Personal Workspaces• Healthy Shared Spaces at Work• Healthy Homes and Communities
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Design Health Into the Workplace
Certifications:• FitWellSM
• WELL BuildingTM
• Leadership in Energy and Environmental Design (LEED)
Photo Courtesy of Steelcase
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There is no neutral design• Nudges to Encourage Positive
Practices• Nudges to Discourage Negative
Practices
Become a Choice Architect
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• Let the light in• Include generous greenery in and around the office• Reduce noise exposure and include sounds from nature• Create an indoor garden or a vertical “green wall”• Display nature photography or artwork• Play nature videos or nature slides on screens• Allow employees to bring pets to work, especially dogs
Create Conditions that Nurture Our Evolutionary Roots
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Metrics
• What is Measured• How it is Measured• Communication and Iteration
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What we attend to and measureo Measures that reflect individual wellbeing (beyond risks and costs)o Measures that reflect the organizational support for wellbeing
o Audit of supportive organizational environment, policies, and practices
o Employees Perceptions Survey – Culture and climate
o Measures that influence the greater good
What don’t we measure?o What is most important may be immeasurable
Generative Measures Measuring what you want to become as an organization
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Incorporate Non-Traditional Methods• Organizational Ethnography
• Interviews and Focus Groups
• Deep listening to the voice of the employee
• Attend to peripheral impacts of your efforts, unexpected side effects both positive and negative.
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Total Societal Impact
Total benefit to society from a company’s products, services, operations, core
capabilities, and activities
*BCG Report Total Societal Impact: A New Lens for Strategy. October 2017 -http://on.bcg.com/2zrdZbC
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Valuation Premium (%)
Margin Premium(% points)
Oil and Gas 19% 3.4Biopharmaceuticals 12% 6.7Retail Banks 3% 0.5Consumer Goods 11% 4.8
“Companies That Lead on Societal Impact Reap Financial Benefits”*
*TED: The business benefits of doing good – Wendy Woods – http://bit.ly/2n73Fi2
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Total Value of Wellbeing
People Organization Society Nature
Flourishing employees, families, community and global citizens
Innovative,successful companies that do more good than harm
Vibrant and thriving societies, locally, regionally, and globally
Vital and regenerative natural ecosystems
Wellbeing Workshop Employer Activities
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Table Discussions & Exercises, Part 1Landscape Assessment Appreciative Inquiry Discuss Sweet Spot Diagram
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Key Organizational Levers Framework
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Landscape Assessment
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Leadership • Senior Leadership and Managers
Culture & Social Connections • The underlying norms, values, beliefs,
artifacts and rituals • Teamwork and Social Network
Operations• Policies, Benefit Design, Practices • Resources, Education
Spaces• Personal Workspace• Shared Workspaces
Metrics• What we Measure• How we Measure
Communication• How, What and When we Communcate
Challenges Your Want to Resolve
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• Increase Employee Engagement in general
• Increase Leadership Support/Participation
• Creating of a Culture of Wellbeing that includes the underlying norms, values, and beliefs)
• Having an organizational approach to Wellbeing strategies
• Communication
LeadershipPre-Survey Results
21%
29% 29%
50%
7%
14%
21%
29%
57%
7%
30%
0%0%
10%
20%
30%
40%
50%
60%
Our leaders are highly interested in having awellbeing strategy within the organization
Our leaders are formally accountable forsupporting wellbeing throughout the
organization
The managers actively support the wellbeingof the employees in their work teams
Completely True Mostly True Somewhat True Not at All True
N= 14
CulturePre-Survey Results
23%
15%
38%
54%
38%
31%
0% 0%0%
10%
20%
30%
40%
50%
60%
Our organization values and supports a balance of work and lifepriorities
Our organization has a culture (the underlying norms, values, andbeliefs) that supports wellbeing
Completely True Mostly True Somewhat True Not at all True
Social ConnectionsPre-Survey Results
57%
29%
7% 7%
0%
10%
20%
30%
40%
50%
60%
In our organization, it is a cultural norm to have team members support each other
Completely True Mostly True Somwhat True Not at All True
OperationsPre-Survey Results
58%
43%
21%
29%
43%
26%
14% 14%
43%
0% 0% 0%0%
10%
20%
30%
40%
50%
60%
70%
We provide resources that help allemployees live healthy and thriving lives(beyond the absense of risk and illness)
Our internal policies (e.g. HR policies travelpolicies, vacation and time-off, etc.) support
employee wellbeing
Our initiatives are designed to supporthealth at the family and community level
Completely True Mostly True Somewhat True Not True At All
SpacesPre-Survey Results
0%
36%
50%
7%
0%
10%
20%
30%
40%
50%
60%
The design of our workspaces encourages health activity
Completely True Mostly True Somewhat True Not True at All
MetricsPre-Survey Results
7%
14%
29%
22%
29%
22%
36%
43%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
We track outcomes that matter to the organization (examples couldinclude higher productivity, more innovation, lower turnover,
decrease sick leave, less burnout)
We track outcomes that employees value (examples could includeengagement in life and work, joy, passion, quality of life, purpose,
etc)
Completely True Mostly True Somewhat True Not At All True
CommunicationsPre-Survey Results
29%
21%
36%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
We regularly communicate with leaders and employees at all levels of the organization about progress toward our Vision
Completely True Mostly True Somewhat True Not al All True
Basic Wellness Multi-dimensional Wellness
Wellbeing in Organizations Organizational Wellbeing in the Community
Leadership Benefits’ ownership with leadership “permission”
Benefits’ ownership with leadership commitment
Owned by Senior Leadership, using a meta-leadership strategy supported by multiple functional business areas with explicit accountabilities for outcomes
Visible ownership and role modeling by leaders within the organization and out in the community
Culture Little to no focus on culture Wellbeing is “a bolt” on to existing culture and is talked about as an ideal but not realized
Vibrant and dynamic culture focused on both individual and business wellbeing – core part of “how we do things”
Organizational culture becomes model and motivator for community change
Main Approach
Program-focused approach for physical health improvement. Includes: Biometrics, tobacco cessation, weight watchers, health plan condition management, etc.
Basic programs plus financial wellness, stress management, lifestyle support programs
“People-focused” strategy bringing high level engagement into everyday business operations. Supports “whole person” strategy and trust runs across the organization. Domains include physical, social, financial, mental outlook, safety, resilience, employee retention, etc.
Internal wellbeing, plus alliances between organization and community services to develop and deliver new programs
Metrics Participation, health status and some focus on ROI
Participation, health status, personal resilience and ROI
Impact on individuals and on business performance (e.g. higher productivity, more innovation, lower turnover, decrease sick leave, less burnout)
Impact on business performance and wellbeing in the community
A Wellbeing Maturity Model
Appreciative Inquiry Exercise
DISCOVER: Identify from the Wellbeing Landscape Assessment areas of excellence within your organization
DREAM: Envision how your organization can flourish from the identified areas and describe what would be an “ideal state” for it to expand
DESIGN: Write down three ways in which you could visualize achieving this ideal state
DESTINY: Discuss with your group ways in which you would you envision creating and sustaining this preferred future state
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BREAK FOR LUNCH
Find Your Sweet Spot
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Write down one strategy you would like to develop today that you can use through the remaining exercises
Table Discussions & Exercises, Part 2Power Map Exercise (Meta Leadership)Levers Framework (with a minimum of one action that can be taken)
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Power Map
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Consider these questions:• What other departments intersect with your strategy? • Who can you connect with? • Who can you leverage? Identify their role in helping you – are they a decision-maker or are they an influencer?
Wellbeing Strategy Engagement MatrixDeveloping your Strategy
Stakeholders• Leadership
• Human Resources• Information Technology • Facilities
• Corporate Real Estate• Procurement
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Activation Levers• Leadership
• Culture • Social Connections • Operations
• Spaces• Metrics
Wellbeing Factors• Physical
• Mental/Emotional • Intellectual/Cognitive• Environmental
• Financial• Work/Career• Spiritual
• Social • Attitude/Outlook
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